Leading with Different Styles - This much I have Learnt

I have had leadership roles in so many different environments.? My first experiences through my training to be an Army Officer at Royal Military Academy Sandhurst, followed by leading troops in an operational environment.? After leaving the Army I progressed through the management tiers and into Executive Leadership roles – across many different industry sectors.? And if I look back at the one constant success ingredient to leading, from the army through to Executive Leadership in large blue chips, PE backed business or Family Office structures, it has been my ability to adapt my leadership style to fit the situation I am in at the time.? It sounds simple right?? But the challenge is being able to do this when under pressure ourselves.? So, in this article I would like to share some tools and concepts that will help you challenge yourself as to how adaptable your own leadership style can be – when under pressure, when it really counts! As I always say I do not intend to go into depth about the model itself, you the reader can conduct your own research.? I just wish to share how I have found the model useful in my role as a leader.

1.Adjusting leadership styles to situations – why?

At the core of adaptive leadership is the concept of situational leadership, a theory developed by Paul Hersey and Ken Blanchard. This model states that there is no single "best" style of leadership. Instead, effective leaders must assess the maturity and competence of their followers and adjust their leadership approach accordingly. This means transitioning between directive, coaching, supporting, and delegating styles as circumstances demand.

Closely related to situational leadership is the contingent leadership theory, which suggests that the effectiveness of a leadership style is contingent upon various situational factors, including the task at hand, the nature of the work environment, and the specific needs of the team members. This theory reinforces the necessity for leaders to be flexible and contextually aware adapting their leadership to align with the unique challenges and opportunities presented by different scenarios.

The following tools and models will help you in building your awareness of what different styles/approaches could be adopted and more importantly build some self-awareness to better enable you to adapt your leadership style to better reflect the situation you may be in.

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2.Characteristics of admired Leaders.

First published in 1987, ‘The Leadership Challenge’ is a compelling text by James Kouzes and Barry Posner providing a route for anybody who is in the privileged position to lead others. The authors have continually kept their research up to date with the latest version in 2017, now in its sixth edition (Kouzes & Posner, 2017). Over the years they have asked people to tell them the personal traits, characteristics, and attributes they would look for in a person they would be willing to follow. They surveyed thousands of businesses and executives, with hundreds of different values, traits and characteristics reported back. Subsequent analysis led to a checklist of twenty attributes, which they called the Characteristics of Admired Leaders (CAL). People were then asked to select seven qualities from CAL that they most admire in a leader, someone whose direction they would willingly follow.? This research always serves as a powerful reminder for me, as to what it is my teams are looking for from me as the leader.? So, whatever style I may be adopting, what must be running through my approach will be these core characteristics.

?See the list below.? Which do you think were the top 7 from the list and then compare to the actual results:

Interestingly, on all six occasions over the three decades that Kouzes and Posner conducted their research, and despite all the changes in the world there are only four qualities that have consistently scored over 60 per cent. For the majority of people to follow someone willingly, they want a leader who they believe is:

HONEST

They want to know that the person is truthful, ethical, and principled.

COMPETENT

They must see the leader as capable and effective.

INSPIRING

They expect their leaders to be excited, energetic, and positive about the future.

FORWARD LOOKING

They expect leaders to have a sense of direction and concern for the future of the organisation.

3.Two Sides of Leadership - Transactional Versus Transformational Leadership

I think the first point to make here is that both sides (Transactional and Transformational) have a part to play when leading within organisations.? I often describe the transactional side of leadership as being the management aspects of our role and the transformational side being more of that leadership peace.? Hence my argument that both sides are critical to effective leadership.? For me what is key is that we can recognise when we may need to be more transactional and when that transactional intervention may require some transformational leadership to ensure the change that we're looking for from our people.? I think we have all worked for those managers who are super transactionally efficient and technically competent, but often not that inspiring and unlikely to create a sense of shared vision and direction.? Equally we will have worked with leaders who are great narrators and visionary, but over time can start to create a loss of confidence as we start to see that behind the fanfare, is a leader who is not technically competent and able to do their role.? I have worked for CEOs in both camps.

?I remember being in an organisation and hired by a CEO, who was incredibly technically competent and ran the business in a very efficient way, but struggled to align the organisation and motivate and engage staff in a business that was really struggling, with a confused product line and unclear position in the marketplace.? The investors in that business soon decided to replace the CEO as they felt he was not a transformational leader.? Sure enough, the new CEO that landed was off the scale in terms of transformational leadership, and for a period it was so refreshing to see this leader galvanise and unite the business.? Cracks soon started to appear however as it became clear that whilst inspirational, this leader really did not understand how to run the business.? I remember many conversations at that time with team members lamenting the departure of the previous CEO.? “Better the devil you know” they would say.

So, my message with this tool is ?- use it as a check list to remind yourself that both sides of leadership are key and you must be able to adjust left to right if you are to take your people with you. Transactional is what you do.? Transformational is how you do it.

?Interesting reflection:? Kouzes and Posner second admired characteristic is COMPETENT!

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4.The Skill Will Matrix

The skill-will matrix, offers a framework for understanding and applying different leadership styles based on the skill level and motivation (will) of team members. This matrix helps leaders tailor their approach to the unique needs and characteristics of each individual.? The skill-will matrix categorises team members into four quadrants based on their skill level (competence) and will (motivation.

High Skill, High Will (HH): Attributes: These individuals are both competent and highly motivated. They possess the necessary skills and are eager to perform.

High Skill, Low Will (HL): Attributes: These individuals have the necessary skills but lack motivation or willingness to perform. This could be due to lack of interest, personal issues, or dissatisfaction.

Low Skill, High Will (LH): Attributes: These individuals are enthusiastic and willing to learn but lack the necessary skills or experience.

Low Skill, Low Will (LL): Attributes: These individuals lack both the necessary skills and motivation. They may be new to the role or disinterested in the tasks at hand.

It then maps the appropriate leadership style to those team members: The 4 styles are:

Direct.? Participate. Consult. Delegate. (See diagram below with descriptions of leader behaviour).

I'm always wary of labeling individuals, but I do think this framework encourages us to think about the specific type of approach and leadership, people within our teams may need.? Not only are we at risk of not supporting those less able members of our team, by not adapting the way we work with them, we are also at great risk of alienating our talent, if they feel they are not being given the autonomy and freedom to apply their experience in the way they see fit.? I think if you ever hear the phrase micromanagement, often this will come from team members who are very highly skilled and do not feel the need for such a directive approach. ?The challenge for all leaders with this model is to develop the ability to comfortably apply each of the four styles.? My own reflection as an emerging leader was that it took real confidence to apply a delegate or participate style, As often this was required for the more senior an experienced team members, and I often felt as a young leader that I should be in the position where I knew everything.? It's not until we mature as leaders and develop our confidence that we finally realise the true benefits of having highly competent and skilled people in our teams and start to feel comfortable empowering real talent and driving true autonomy to our people.? I remember a saying from years ago that sits with me today.? “All great managers make themselves redundant”

So, my tip with this tool is to really understand where your people sit in the matrix – remember they will potentially move from quadrant to quadrant daily – it depends on what tasks they are faced with. Be aware of your own preferred style in the quadrants and work hard to develop your ability to ‘let go’.

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5.Tuckmans Model of Team Dynamics.

Tuckman's model of team dynamics, proposed by psychologist Bruce Tuckman in 1965, is a widely recognised framework for understanding the stages of team development. The model provides a valuable framework for leaders to understand the natural progression of team development, identify potential challenges, and adapt the best leadership approach to facilitate each stage effectively.? Whenever I have come into new roles, or there has been a significant change to my team dynamic I refer back to this model and remind myself of the needs of the teams and individuals as we progress through our team development.? It’s not necessarily just about style, but also the ‘what’ I should be prioritising if I am to get my team to optimum performance levels.? The diagram below captures those stages and the mapped leadership activity.

Conclusion.

By integrating these models, you can develop a real understanding of your team's needs and dynamics, enabling you to apply the most suitable leadership style in any given situation. This adaptive approach not only enhances your team performance and satisfaction but also contributes to the overall success and resilience of the organisation. Remember one size does not fit all!